Scott Jardine Outplacement Programme

8/9/2019 Scott Jardine Outplacement Programme

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International Logistics CentreBonehill Rd

Tamworth B78 3HHwww.scott-jardine.com

OUTPLACEMENT PROGRAMME

SCOTT JARDINE OUTPLACEMENT PROGRAMME

CONTENTS Ps 1-4

MODULE1 CAREER & SELF ASSESSMENT Ps 5-35 GL

A. Personal Assessment and Development

- Psychometric testing explanation- Evaluation of verbal and numeric reasoning (Ability Tests)- Personal Profiling (Personality Tests)

Wave report and feedback Dos & Donts

- Qualifications, training and needs analysis- Effective communication, active listening and body language- Image and self presentation- Developing your vision

B. Career Assessment

- Career path to date- List of key achievements- SWOT analysis- Understanding your values, interests, personal characteristics

and abilities- Skills and transferable skills

C. Exploring Career Options and Opportunities

- Career Advancement- New Career Direction- Self employment- Interim management / consultancy- Buying a business

D. Developing Your Career Goals

- Career search objective- Goal setting

AUSTRIA BELGIUM & LUXEMBOURG BULGARIA CZECH REPUBLIC & SLOVAKIA CHINA FRANCE

GERMANY HUNGARY

INDIA POLAND ROMANIA RUSSIA - SPAIN & PORTUGAL - SWITZERLAND SWEDEN & DENMARK -

UNITED KINGDOM & IRELAND - UKRAINE
http://www.scott-jardine.com/http://www.scott-jardine.com/


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MODULE 2 DEVELOPING YOUR CV Ps 36-55 JB

A. Types of CVs

B. CV content

C. Example CVs ( Now in Appendix)

D. Develop your CV

E. Key achievements and responsibilities

F. Enhancing your CV using the best vocabulary

G. Using your CV

MODULE 3 MARKETING YOUR CV Ps 56-88 JPM

A. Job sources and the hidden job market

- Networking

- Direct approach

- Executive search consultancies

- Advertisements / Job boards

- Identifying and researching your target market

B. Developing your approach

- Letter writing

- Speculative approach

- Ad analysis and response

- Application forms

- Telephone techniques

- Example letters (Now in Appendix)

- CV action plan


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MODULE 4 INTERVIEWING Ps 89-115 CH

A. Types of interviews

B. Preparation for interview

C. Interview techniques

- Question handling

- Pitfalls at the interview

- Questions to ask

D. Attending the interview

E. Presentations

F. Telephone interviews

G. Interview evaluation

MODULE 5 MANAGING YOUR JOB SEARCH Ps 116-120

GL&JPM

Daily activities

Weekly plan

Follow-up activities

Review progress

Assess feedback and improvement opportunities

Evaluating a companys interest

Evaluating offers

Negotiating the best package and contract

Succeeding in your new job


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APPENDIX LIST OF KEY RESOURCES 121-139

Example CVs

Example letters

List of job boards

Useful links

Reference book list


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MODULE 1

CAREER & SELF ASSESSMENT


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INTRODUCTION

In the first module of the programme we are going to help you understand yourself and

establish where you are now in your career and personal development.

We will assess your personality and reasoning ability using the latest psychometric tools to

help develop an understanding of your personal strengths, as well as development

opportunities. We will evaluate your career to date and your achievements and establish

transferable skills that you have to market.

We will explore career options and opportunities. Moreover, we will help you develop your

career objectives and goals.


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PERSONAL ASSESSMENT AND DEVELOPMENT

PSYCHOMETRIC TESTING - EXPLANATION

The psychometric tests are structured pencil and paper (or sometimes computer-based)exercises, often in the form of multiple choice questions. They are designed to assessreasoning abilities or how a candidate would respond to different work situations. The results

from the tests are usually then compared with how others have done in the tests in the past.The type of test used will depend on the type of job specification and the job requirements.There are two main types of psychometric tests:

Ability Tests

Personality Tests

ABILITY TESTS EVALUATION OF VERBAL & NUMERIC REASONING

Ability tests are tests designed to assess innate abilities, for example, numeracy, verbalreasoning, spatial awareness, and logic - and are usually performed against the clock. Theyconsist of a number of questions with multiple choice answers, only one of which is right.

These tests are not designed to test your general knowledge and you should only base youranswers on the information contained in the test questions.As you go through the tests, the questions may become more difficult, and there arefrequently more questions than you can comfortably complete in the time. Tests are designedso that very few people finish the test in the time allowed. Your score is then compared to themajority of other people (based on a comparison group). This enables the employers toassess your reasoning skills in relation to others, and to make judgments about your ability tocope with tasks involved in the job.The choice of tests used relate to the work tasks involved in the job and are often used inconjunction with other selection methods, so it is your overall performance which is important.

These sorts of tests are increasingly being used by employers. Tests are sometimes doneonline.

The key to success in these tests is to work quickly but accurately and ensure that you do notspend too long on any question.


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Some examples of these tests are:

NUMERICAL REASONING

In these tests you will be using facts and figures presented in various statistical tables toanswer questions designed to assess your ability to evaluate numerical data. You will begiven some numerical information and then asked questions that require you to undertakesome form of calculation to obtain an answer. You usually select from a number of answersthat are offered.

VERBAL REASONING

These tests check your skill at making sense of the information which may be inconsistent,incomplete, or contain inaccuracies. They usually take the form of a short paragraph that youhave to read and then mark statements as TRUE, FALSE, or CANNOT SAY WITHOUT

FURTHER INFORMATION.

DIAGRAMATIC REASONING

In these tests you will be using illustrations to assess your ability to understand logicalprocesses. You will be given a diagrammatic representation of a logical process in which apart of the process is missing the input, process or output. You will be asked to choose which

is missing from a choice of options.The results from the various tests are compared against a comparison population.

You should now undertake a couple of reasoning tests and discuss the results with yourconsultant. You should write in your actions log any issues arising from these tests.

PERSONALITY TESTS PERSONAL PROFILING

Personality Questionnaires are used in order to determine your typical reactions and attitudesto a variety of situations. They could be trying to identify how well you get on with others oryour normal reaction to stressful situations or just simply your feelings about the kind of

people you like to work with.It is unlikely that these questionnaires will be timed or indeed have right or wrong answers. Donot let this lack of exam conditions fool you. Some employers will know precisely what theyare looking for in terms of an ideal Personality Profile and it is up to you to meet theirexpectations. It is unwise to try to fake the answers. These questionnaires usually have sometype of internal checking where the same question is asked with slightly different wordingearly and late in the test to try to detect dishonest answers. Ultimately, there is little point inpretending to be the kind of employee a firm is looking for if that is not the case. Findsomething else you will enjoy doing!

There are a wide range of these tests, including 16PF, OPQ32, and Saville Wave.


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WAVE REPORT FEEDBACK

We will be using the most advanced and accurate predictor of job success on the marketwhich is Saville Wave.

This test provides separate measures for personality, motivation, competency, and culture.

Your consultant should arrange for you to complete a Saville Consulting Wave assessment.You will be provided with your own Personal report and debriefed by your consultant on yourreport.

You should identify your strengths and development opportunities. You should write yourfeedback in your actions log.

DOS & DONTS

Test-Taking Tactics

Getting familiar with tests and doing lots of practice are the most important ways toensure that you perform at your best.

Study and familiarise the materials you are given thoroughly.

Follow all instructions carefully.

Read the questions and answer choices carefully.

Work at a swift and steady pace.

Eliminate as many wrong answers as you can.

If all else fails, guess.

Rough working is usually allowed on paper.

You need to be able to understand percentages and deal with other ratios, sopractice.

Do not worry if you cannot answer all the questions in the time provided. Tests aredesigned with more questions than you can comfortably complete in the time allowed.

QUALIFICATIONS, TRAINING & NEEDS ANALYSIS

Please, write down your significant qualifications, and the training you have undertaken duringyour career.Are there any areas where further training and development may be required? Note these inyour action log.


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IMAGE AND SELF PRESENTATION

What image would you like to present at an interview one of self-confidence, credibility andcapability?

How do you know that this is the image you are presenting?

Well, you probably don't. So, let us consider what image is and why it is important.

Image is not just the clothes you wear and how you put them together, it is also how youproject yourself through your body language and even the way you sound. Image is non-

verbal communication and it is now widely believed that candidates most likely to succeed atan interview are those most skilled in the use of non-verbal communication.

We all use non-verbal communication - it is part of human behaviour but is normally below ourlevel of consciousness. We make judgements about people within 15-40 seconds of meetingthem, using the thousands of visual and auditory signals we receive. In fact we are so busymaking judgements that we quite often forget the name people give us during this time. This'first impression: is the basis for how we proceed with the interaction:

Do we like them?

Do we want to know them better?

Will they fit into the organisation? Do they look as if they can do the job that needs to be done?

First impressions are notoriously difficult to change. In the interview research has shown thata decision about your suitability for an organisation is made within the first four minutes andthis decision will 'colour' the remainder of the interview. If this is negative, there is little chanceof recovery, because the interviewer will be inclined to filter the incoming data about you, inorder to confirm that negative decision. If the, decision is positive then at least you may get afair 'hearing'.

It does not mean, however, that you will get the job. It is worth, considering that during thefirst few crucial minutes it is usually the interviewer who is doing most of the talking and

therefore the decision is made, not on the basis of reasoned argument, but on the non-verbalsignals. Four minutes is certainly insufficient time to reason verbally.How do we receive and use this non-verbal information and how therefore do we makejudgements about people? Albert Mehrabian, the French psychologist, was the first to analysethese signals and it is now widely accepted. He identified the following:


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(There is a diagram showing percentage as follows: VISUAL 55%, AUDITORY 38%, WORDS 7%)

Auditory includes: Visual includes:Volume AppearanceAccent ClothesRhythm ColouringTone Gender Speed Body languagePitch Size

Facial expressions

If only 7% of the communication is the words used then 93% is conveyed through other

signals. We make sense of these signals by matching them to what we have learned abouthuman behaviour, and to our own personal experiences of life and our many prejudices. Weare able to identify social standing, education, class, wealth, success etc. But the overalljudgement we make is: - Do I like this person? Do I believe what I am being told? Are theycredible? If the words and visual/auditory signals support each other all is well, if however,there is a conflict, this evidence allows that we will believe what we see rather than the wordsused. So although you may say that you can do the job, if you do not look and sound as if youcan then you will not be seen as a credible candidate.

Being seen as a credible, confident and capable candidate involves projecting a successfulself-image. This self-image can be improved by considering the psychological circle ofsuccess.

Looking good

Increases Performances Gives confidence and self worth

Improves Relationships Projects positive self image

If we project a confident and positive self-image, people will believe that we are confident and

positive and therefore will treat us as such. In turn, because they treat us as such we willbecome more self-assured. However, if we showsigns of low self worth and lack ofconfidence they will believe that instead. Unless we feel good about ourselves we cannotexpect others to feel good about us. We are therefore able to control the behaviours of otherstowards us, simply by the way we present ourselves. This is called Impression Management.

So how can we project a positive image? In order to do this we need to understand somebasic principals of body language, be able to recognise thestyle and colour of clothes whichwill enhance our personal appearance and be aware that it is not justwhat we say it is alsothe way that we say it. Let us consider body language first.


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THE LANGUAGE OF THE BODY

This is a very important part of the total image and will need some careful 'objective'self-analysis.

Exercise:

Stand in front of a full-length mirror and take a hard critical look at yourself - what do youreally see? Consider your posture first. What does it say about you? The way you hold your

body identifies your state of mind, your physical fitness and how you feel about your bodyimage. In order to present a confident, self-assured image you need to look relaxed andupright, with shoulders down and back, body balanced and head held high. Now sit in front ofthe mirror. Are you sitting tall, bottom well back in the chair with open body posture- that isnothing crossed or folded - feet firmly on the ground? Do you look relaxed and comfortablewithout looking 'laid back'? Folded arms, crossed legs, stooped bodies are all defensivepostures, which will project an image of not wanting to reveal too much about yourself? Openbody posture however, shows that you have nothing to hide and indicates that you are self-assured and willing to answer questions. It says 'what you see is what you get'.

As we have already identified, the first impression is vitally important, so let us consider theinitial encounter. How can you project yourself more positively and confidently?

THE INITIAL MEETING

The GreetingThis is the first impression; a warm friendly smile with good eye contact will engender warmthtowards you. Think about your posture - stand tall you have a right to be there.

The HandshakeThis is used by many as an indication of character, it should be firm but not gripping (if unsureask a friend for feedback).

The TerritoryMaintaining personal space is very important, stand too far away and you will appear distantand unapproachable, stand too close and you will appear threatening.


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THE INTERVIEW

PostureSit only when asked to do so, well back in the seat with body upright, use open bodylanguage - nothing crossed or folded. Try to look relaxed but not laid back: Smile.

Eye ContactIndicates trust. Good eye contact is normally 60-80% of the time, you will find however, thatyou will look more when listening than when talking.

Hand MovementsThis is a natural part of many people's 'speech' but be aware that excessive hand movementscan distract from what you are saying. Unfortunately, when we try to control our hands, ourfeet sometimes take over, so consider these too.

Building RapportThis will improve communication between you and the interviewer. It can be achieved bysubtly reflecting the body language of the interviewer so that you are both sitting in a similarposition. Psychologists call it 'the dance' and it can easily be seen between two people whoare actively communicating well, each naturally matching the movements and positions of theother. Care is needed, however, not to over do it.

Active ListeningThis shows you are interested in what is being said and can be achieved through appropriate

nods of the head and by sitting or leaning slightly forward.

SpeechThis needs to be clear, easy to hear and understand, consider the delivery the rhythm, toneand volume. Be enthusiastic but do not talk too fast.


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THE LANGUAGE OF CLOTHES

Your clothes should be a natural extension of yourself. They should look and feel good, fitwell and complement you physically. They need to reflect your personality and style andabove all, they must be up-to-date and appropriate for the position you are applying for andreflect the culture of the organisation. 'If they do not, the judgement made will be 'what elsedon't you know?'

In choosing appropriate colour and styles, a good analogy to consider is that of a picture and

frame. Your face and particularly your eyes are the picture; the frame is the clothes you wear.If you try to choose a frame for a picture you will notice that whilst some colours and stylesare indifferent or even distracting, there will be others that make the picture come 'alive'. Thisis what you are aiming for. It should be noticed that you are well dressed and well presentedbut the interviewer really wants to see you, the person, not the clothes you are wearing.

When choosing clothes consider carefully the effect they are having on you, not just theclothes themselves. Wearing the wrong colours can 'drain' colour from your face making youlook unhealthy or even ill - white is not a good colour for many people. Wearing the wrongstyles may not project you in a positive way.

So, what should you wear for the interview? The suit is the most formal business wear andtherefore is the most appropriate 'dress' for both men and women. However, you will need tounderstand the 'code of dress' not only for the job but also the industry that you areconsidering. More creative businesses, such as advertising and architecture may look forsigns of creativity in the way in which you present yourself - however, they may not want a'too creative' looking accountant. There are established rules of business dress, which if takeninto account should eliminate most of the more common prejudices.

Your aim is to look well dressed and project an image of harmony, balance, success, andself-confidence. No conflicting messages - what you see is what you get.


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DRESSING FOR INTERVIEWS

The SuitA good quality suit will say a lot about you. A well fitting suit will look as if it belongs you andwill visually make you look well proportioned and balanced. Navy and grey are both safecolours for interviews. Choose lighter versions if you are fairer - this, will prevent you frombeing overpowered by the colour.

For men, when deciding between double and single breasted you need to consider your basicbody shape and size. Double breasted generally looks better on taller slim men as it giveswidth and reduces height. Single-breasted suits complement most men.

There is obviously a lot more scope in the style and colour of women's clothing. The importantthing is that your clothes are professional, stylish and appropriate for the job and the industry.

Completing the ImageEverything you wear and carry will say something about you, down to the last detail, you areas good as your weakest link. Attention to personal detail will suggest attention to detail in

other areas of your life including your work. So consider these details:

Accessories

Consider watch, pens, wallet, briefcase, bags etc- all need to be good quality, up-to-date and have a professional look

Remember to consider also your raincoat, overcoat and umbrella

Glasses

Also need to be in harmony with your face shape, size and personal colouring

Consider selecting non-reflective lenses that will allow the interviewer to see your

eyes

Avoid thick frames, heavy tints and dark glasses as they may create a barrier to the

interviewer


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Hair

Needs to be neat, clean and well cut to your face shape

Make an appointment at a good hairdresser and ask for a contemporary style

Women with long hair need to consider wearing it back or up for the interview

Men who are balding should avoid the 'three strand look' that draws attention to the

baldness rather than disguising it

Men with facial hair need to keep it neat and well trimmed

Hygiene Be fastidious about personal hygiene

Wear deodorant

Ensure clothes are clean and odour free

Be careful about aftershaves and perfumes - these can be overpowering

YOU ARE NOW READY TO GOYou should now be aware of the importance of self-presentation in the interview. Projecting asuccessful image demands perception, confidence and the control of emotions. Theguidelines here should help you to understand yourself better and give you the knowledge to

feel confident about your appearance and presentation. The control of emotions will comewith practice of these techniques and good preparation for the interview.

EFFECTIVE INTERVIEWING BEGINS WITH ACTIVE LISTENINGActive listening is important in an interview or meeting process. Listening alerts you to theemployer's needs and wants. It helps you achieve your planned objectives in a meeting orinterview. If you can determine the assets and qualifications an employer values in acandidate you can better address them in the interview. You can also collect information,which will permit you to do effective post-interview follow ups.

Be certain that you hear accurately what your interviewer says. The best way to do this is tosummarise important information and ask if your summary is correct. This technique will oftenstimulate your interviewer to be clearer andmore forthcoming. Your accuracy andresponsiveness as a listener also demonstrates specific skills you have that might be of valueto the company. Active listening is also an important vehiclewhen building a relationship,such as the one that might exist between an employer and employees.

Be sensitive to the verbal and nonverbal communications of your interviewer. Do not assumethat everyone understands you. No matter how clear you thinkyou are, the interviewer orcontact person might misinterpret what you say. Check back with the other person to makesure your message is clear.


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Self Assessment:Refining the Accomplishment Statement

When your accomplishment statements are completed, read them and identify the threemajor abilities (strengths) these statements illustrate.

My three major strengths are:

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Plus:

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These strengths are best illustrated by these accomplishments:

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_______________________________________________________________

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4.

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If this seems difficult to do, ask family and friends to help. Give yourself credit for

what you can do!

Knowing your strengths and being able to articulate (and illustrate) them is a key tointerview success.


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Self Assessment:Personal Characteristics Worksheet

Consider each characteristic in the following six categories. Circle the one which bestdescribes you.

Think this exercise through carefully. Remember there is no 'right' way to answer. Also, thecharacteristics and competencies required for jobs vary with the specific job. So, answer asobjectively as you can. Refer to this list when you are writing your accomplishments andcreating your CV profile.

Questions regarding personal characteristics may be asked during an interview. So,

be prepared!

Problem Solving

ThoroughPracticalAnalyticalCreative

Motivation

Goal orientedPersistent

Take intiativeDesire challenges

Leadership

EmpathyRecognition

FirmnessDelegation

Interpersonal

Self confidencePersuasivePerceptive

Friendly

Organisation/Planning

Establish prioritiesMeet deadlines

FlexibleManage changeOrganise people

Organise data/informationFuture oriented

Work Habits

Self motivatedResponsibleResourceful

DecisiveEnergetic


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Self Assessment

To decide exactly what your plan of action should be needs careful consideration based onfact and a realistic view of what you might expect, not what you think you deserve. A 'SWOT'analysis (strengths, weaknesses, opportunities, and threats) should play a part in any self-examination.

Strengths and Weaknesses

In your work environment which skill areas do you excel in and achieve the best results'Which aspects are cause for your concern or you do not enjoy?

Strengths Weaknesses

Working with people

Working with things

Working with data and IT

Working with ideas


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People

Some of the areas to consider are: how do you relate with people, are you better atorganising, managing or influencing, are you a leader or a follower?

How do you relate to people?


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Things

If working with things, do you prefer to work inside or outside, with materials or equipment,with other people or alone, do you need variety? Are you the practical type and prefer workingwith your hands? Or are you better suited to working with concepts and ideas?

Are you suited to working with materials and equipment?


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Data and IT

In relation to working with data, are you better at learning about it, evaluating it, researching it,or organising it? Are you better at thinking or using? Does the technological age fill you withfear? Do you need to retrain and update your knowledge base?

How confident are you with technology and data?


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Creativity

Are you creative, artistic, intuitive, can you organise your own time, do you excel in anorganised structure, can you work in a team? Can you be relied upon to come up with uniqueideas?

How creative are you?



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Now consider all the areas you have highlighted as ones in which you excel and compose ashort paragraph on your strengths. This should be no more than 100 words in length and

should reflect some of the personal qualities a new employer may consider to be beneficial .


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Opportunities and Threats

Embarking on a new or different career should be seen as a unique opportunity to changeyour life for the better. A once in a life time change to make a significant and positive impacton the way you live. However, with every opportunity there are always risks. Calculating theextent to which you can or need to expose yourself to those risks can be the differencebetween success and failure. Now remembering your strengths and weaknesses, considerthe options that are open to you. Which of the following offer a real possibility for you in

changing your career path? Also, consider the hazards of going down anyone route, look atall options.

New career direction Yes/NoCareer advancement Yes/NoSelf employment Yes/NoInterim management/consultancy Yes/NoBuying a business Yes/No

For each of these areas, and any others you may choose to add, list both the opportunitiesand corresponding threats. The list can be endless and you should at this point only considerthe major aspects of each area. Detailed analysis should come at a later stage. Points to lookat may include aspects such as financial concerns, the economy, companies moving into yourarea, your own skills, the current job market in your industry or significant influences on yourlife, what you liked in your last/current job and which areas you didn't, what you are lookingfor in a new job or how you want your life to change. Again highlight the most significantaspects which concern you.


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New Career Direction

Consider re-training, advancing academic qualifications, relocation, personal circumstances,developing leisure interests into a career. Are there any grants available? Is there anythingyou are unsure of? Is your skill base up to date?

Opportunities Threats

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Career Advancement

Consider which companies need your skills, what do you have to offer them, do you have anynon-compete agreements, who is situated in your area, how high can you go in your field?


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Self Employment

Looking very broadly, what do you have to offer? What is your Unique Selling Point (USP),can you afford it, will you cope? Is there any competition and how can you overcome it? Studyto see if there is not only a gap in the market for your product but is there a market forproducts in the gap?

Self Employment


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OtherDo you want to consider other options such as part-time work or a portfolio career, Use thisspace to enter your own option.

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Looking at all areas you have chosen to highlight, compose a summary of no more than 100words of the option which is the most realistic or attracts you most. In which sectors do youfeel your best opportunities lie.


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Your Objective

It is important to set goals before you take action. Managing a career change requires carefulplanning.

A professional objective provides the direction you need as you plan your search. It takes intoconsideration your values, skills, interests, and overall experience. It will set the tone for yourCV and other marketing materials.

It will also help you select and prioritise the targets of your search since each professionalobjective fits best with certain segments of the job market.

The exercise which follows will help you develop a realistic and comprehensible professionalobjective. When completing it, refer to all material covered in this assessment.


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Self Assessment Summary

The material summarised on this page forms the basis of many decisions on careerassessment, CV writing and job search strategy. Use this information to develop yourobjective on the following page.

Define your vision

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Values Interests

1. ______________________________________ 1. ______________________________________

2. ______________________________________ 2. ______________________________________

3. ______________________________________ 3. ______________________________________

4. ______________________________________ 4. ______________________________________

Personal Characteristics Abilities

1. ______________________________________ 1. ______________________________________

2. ______________________________________ 2. ______________________________________3. ______________________________________ 3. ______________________________________

4. ______________________________________ 4. ______________________________________


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Your ObjectivePrimary Objective - Option 1

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Alternative Objective - Option 2

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Supporting Experience

Option 1

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Option 2

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MODULE 2

DEVELOPING YOUR CV


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The CV

The first thing to understand about the job market is that it is a market. Within it there are

buyers and sellers, and the laws of supply and demand are as valid here as anywhere else.

Being good at your job is not enough - so are many other people. To an extent, therefore,

success depends on your ability to sell yourself, and the first stage in this process is your CV.

There are, of course, many things recruiters look for, but in particular they want to know:

What you can do

What you have done

What sort of person you are

The first two of these are assessed initially from your CV, and only if you are able to satisfy

them on these points will you get the chance to satisfy them on the third. In other words, a CV

is primarily a selling document and its main purpose is to secure an interview. Additionally it is

a discussion document at an interview and a reminder document after an interview.

With that in mind writing a CV should be approached, not from the standpoint of what you

want to say about yourself, but of what recipients want to know about you.

If you were preparing sales literature for a product, you would not do so until you were clear

what the product was and what market you were trying to sell it into. In the same way you

need to establish your own characteristics, strengths, weaknesses and track record so that

you can present them in a way that will appeal to the sort of employer you are trying to attract.

In other words you need to aim your CV at your target market and career objective.


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Surveys have been conducted in order to establish precisely what it is that recruiters want tosee in a CV, and in what form they want to see it. Certain general points emerged and it isnow clear that a CV needs to be:

Short. Most people prefer two pages, but three pages are acceptable provided youhave enough useful information to fill them.

Attractive. It needs to be easy to read and to be well laid out. It should be typed butnot bound into fancy folders that do not fit into recruiters' files

Complete. There should be no unexplained gaps in the history and care should betaken to include all information that makes you seem an interesting candidate.

Accurate. Remember that facts and figures can be checked. Do not misrepresentyourself: liars get very short interviews.

Positive. Use active words. The way you express yourself says something aboutyou. Merely listing responsibilities that you have held results in a "so what?" CV.

Results Oriented. Focus on achievements. Show what you have made of youropportunities. Employers want achievers

Age. 93% of respondents expected to see age stated on a CV. If you are sensitiveabout your age and you omit it, the reader will merely calculate it from otherinformation but is likely to add a five-year 'penalty' for his efforts. The omission also

betrays your sensitivity about it.

Summary. It became clear that recipients prefer to see a five-line summary. It is inyour interest that the reader should have his mind focused before embarking on thecareer history, so that he or she knows what it is they are reading.

Personal Information. Despite any equal opportunity reservations that you mighthave, the majority of recruiters want to see marital status and number of dependantchildren on the CV.

Photograph. The survey found that the majority of respondents did not want to see aphotograph on the CV and, since it allows the reader enormous scope for prejudiceand discrimination, it is much better to exclude one unless it is requested.

Achievements. 90% ofrespondents want to see specific and quantified results listedunder the job where they occurred rather than on a separate sheet.


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The format should include the following:

Full name.

Home postal address: including postcode.

Telephone: provide numbers where companies and recruiters can contact you easily

- home, mobile etc.

Email: provide your home email where possible.

Date of birth: month in words. Do not add 'age'

Marital status: try to avoid using 'divorced'. Add number and ages of children only if

they are still dependent.

Nationality: only important if you are not British or if you may be seeking work

outside the UK.

A five to six-line summary that introduces you and allows the reader to focus

attention on the sort of role you might be seeking. Do not include exaggerated claims

about your personal qualities.

Education:

Show your highest level of education with subjects but not grades.

Do not list subjects of your next lower level (e.g. if you have 'A' levels show 'A' level

subjects but no 'O' level subjects).

If you are a recent graduate show class of degree, otherwise do not show class

unless it is particularly impressive.

List with dates in reverse chronological order showing the establishment.


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Academic qualifications: list with dates.

Qualifications: include membership of professional bodies that reflect genuine

attainment. Recruiters know which ones are bought by paying a subscription.

Other training: list dates and training organisation. Whilst this is an opportunity to

mention specific additional skills or knowledge you may have, avoid one day courses

or those of a trivial nature

.

Languages: list those in which you can conduct business. State whether fluent inspeech or writing.

Employment history: date from and to, company name and brief description of its

business, i.e. products turnover, number employed.

Job title: if obscure use a more widely understood term, but do not mislead. Show

accountabilities with scale e.g. size of budget, number of people, etc. Identify

achievements, make them specific and quantified. Show how the job developed while

it was yours.

List all jobs: in reverse chronological order with fewer details as you go back in time.

The history should show a pattern of progression and development.

Achievements: list achievements relative to each position.

Interests: they say something about the sort of person you are (caring, active,

competitive, practical, and intellectual) so be aware of this. Useful to mention

community work or positions of responsibility e.g. Chair of Parent Teachers

Association. A chance to show skills not obvious elsewhere in the CV (for example

IT).

This process should give you a good 'standard' CV to use. However you will seldom send out

the CV on its own, so you can use the covering letter as a means of personalising yourapproach to the particular application. Use it as a bridge between the CV and the

advertisement to amplify or add points of particular relevance to the job.

If you have two rather different career objectives, you may need two standard CVs, each

worded and focused for their particular target markets. You weaken your application for a

Sales Manager's post if your CV emphasises your suitability as a lecturer in Business

Studies.


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Types of CV

The Chronological Style CV

The chronological style is the most frequently used CV format. in reverse time sequence with

an emphasis on responsibilities,

Because it is most frequently used, it is the most accepted form. Many employers are

suspicious of a functional CV and would rather review a chronological style CV. It providesclear information on job titles, areas of responsibility and periods of employment for each

employer. Achievements are clearly tied frames. The chronological style CV spells out your

employment history from the most recent job backwards, with the most recent job having the

greatest emphasis.

The chronological style is helpful when:

Your career history shows growth and development.

Your objective is similar to your recent experience.

Your past employers have been prestigious.

You are applying for a position in a highly traditional field or organisation.

The chronological style is not helpful when

Your objective is very different from your experience.

Your employment history is patchy.

You have been absent from the job market.

You have changed employers frequently.


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The Functional Style CV

The functional CV format is designed to stress the achievements and skills of the job seeker

with less emphasis on specific employers and dates. Some functional formats do not include

a work history, however, we have chosen to include a work history as omitting it nearly always

raises questions about you in the reader's mind.

The functional CV format is particularly suitable for individuals who want significant change in

fields or functional areas. The decision to use a functional CV should be carefully weighedagainst the reality that most employers prefer a chronological style CV.

The functional style is helpful when:

Your objective is very different from your experience.

You want to emphasise skills Iabilities not used in recent work experience.

Your experience has been gained in different, relatively unconnected jobs.

You are entering the job market after an absence.

The functional style is not helpful when:

Your past employers have been prestigious.

You want to focus on the pattern of your career growth.

You are applying for a position in a highly traditional field.


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Developing your CV

CV Style

You will work with your consultant to agree the style of CV which will be dependent upon your

objective. You may develop both a chronological and a functional style CV. The following

principles however apply for both types.

Profile

The most important part of the CV is the short summary at the beginning. If the reader does

not like what they see here, it is unlikely it will be given the benefit of a complete reading. The

point to include here is where you are now and where you see yourself going. You should

compose this summary in the third person, i.e. not I am but An experienced. Do not use

jargon or abbreviations, often the first person to read a CV will be there to sift out the

unwanted ones and they are unlikely to have a vast knowledge of your particular industry.

Therefore, keep it short, keep it simple and keep it to the point.

Do not try to say too much, use the most impressive statements about your professional

achievements, and state your aspirations. Most of all, be patient this may take several

attempts.

Education

Some of you may have qualifications that youre proud of, but if you attained them 20 years

ago they may have little relevance to you today. If you are applying to a company that uses

standard application forms, they will nearly always ask you for details of your education from

the age of 11 upwards, including details of every exam taken. (As these forms are generic

little thought seems to have been given to the vastly differing levels of people expected to

complete them). Only in these circumstances should you go into any more detail other than

the highest level of education attained.

Training

Some positions may require specialist skills or knowledge. You need to define which of your

skills are relevant to the position you are applying for. Note only the most relevant as you

cannot list everything, and if relevant, summarise.


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Achievements - (Chronological Style CV)

Now highlight the six major contributions you made to your last employer. If you completed

the career assessment exercise you can use those achievements. The power words on page

11 in this section should be used. All achievements should be quantified.

Your last or most relevant position should occupy more space on your CV than any other. If

you have been employed by your last company for some time, but have been promoted

several times, treat each job as a separate entry on your CV with a different set of

achievements. If you have six achievements for your last job, have four for the one before. If,

on the other hand you have moved several times in the last ten years, instead of giving equal

weight to each, focus on the most relevant positions.

Now consider the second most recent relevant position and summarise your job description,

and how you developed it during your time.

Once again, list the major contributions you brought to this, again highlighting any relevant

skills or achievements which may be a benefit to a new employer.

Complete a brief job description and up to three achievements for each of your other periodsof employment.

Achievements - (Functional Style CV)

Achievements should still be your main focus if you are producing a functional CV with the

difference being that they should be listed within your main skill areas instead of under each

role.

Adapting your CV

Depending on your changing circumstances you may wish to replace certain parts of the CV

at different stages in your career. Be prepared to edit, re-edit and revise you CV according to

the situation.

At different times in your career you will need to use different CVs. At some points in your

career you will be selling your potential, at others, your employment history. It will however,

always be your transferable skills that win you the job.


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Quantified Accomplishments

These examples have been selected to provide variety and to illustrate clarity. You will notethat some are quantified and specific, while others are more general.

Conceived a new management information services procedure which made vitaloperation reports available to management the following day instead of the week.

Designed supporting equipment and techniques for a new process that raised productmarket potential from 5 million to over 20 million per year.

Completed transfer of work avoiding gaps in production and with no litigation on otherincidents.

Settled all old environmental disputes without additional costs and satisfied stringentenvironmental standards for plant closure.

Established goals and objectives to measure manager performance which setgroundwork for further promotions.

Installed large banking systems with many remote locations on time, with minimumovertime and within budget.

Penetrated new business area utilising a joint venture direct marketing approach that

generated over 6 million in new business.

Analysed components of a stalled project, designed appropriate solutions; projectproceeded with profits realised in record time,

Negotiated 80m finance with principal bankers which enabled the group to make anacquisitive bid.

Raised 32m in the US Private Placement market in order to repay and reducereliance on medium term bank finance.

Re-negotiated subsidiary borrowing facilities to parent company level to increaseflexibility of the group to raise acquisition finance when required.

Formulated approach to obtain information from overseas subsidiaries in order toestablish and pursue foreign exchange hedging objectives.

Facilitated the delivery of new process technology to a value of 150k whichincreased the capacity of existing plants for personal care liquids by a factor of 3.

Created a profit and loss statement, by product, which resulted in dropping 20% of

product line that was found to be unprofitable.


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Using your CVBy Post

Use good quality paper at all times. Your aim is to differentiate yourself from the other

candidates. Forwarding your CV by this method is still the preferred and recommended

option, unless specifically requested otherwise. It takes a little more time and money but you

will reap the benefit. Alternative methods by which can be transmitted include various types of

"electronic CV".

What is an "Electronic CV"?

The definition covers any method of forwarding a CV to a company or recruiter by an

electronic means, for example by fax, by emai1 or on disc.

The important point to remember is that as soon as you use any of these methods you lose

control of the format of the document. The CV that you have worked so by positioning the

profile, choosing the bullet points, playing with the words to ensure the right words are in the

hot area and even forcing a page break, probably ends up looking not as you would wish it to

look.

By Fax

No matter how new or expensive the machine you use to originate the fax, the weak link is

the receiving machine. Today most companies use plain paper printers but there are still fax

machines using the shiny, curly, heat sensitive paper. Only use this method as a last resort.

On Disc

This method is not well liked by recruiters due to the risk of picking up a virus and the

inconvenience of actually using the disc. Apart from this there are the same problems of

compatibility or software as mentioned in ''as a file attachment"

By Email

CVs sent by email can also be subject to a wide range of changes depending on which

methodyou use.


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Creating a Scannable or Keyword CV

Scannable CVs are designed to be scanned into an automated applicant tracker system.

Regardless of whether CVs are scanned in or entered electronically into an automated

applicant tracking system or CV bank, they will be searched and ranked by computer as

openings occur. Based upon the requirements of an opening, a human reviewer will decide

which keywords best identify the skills needed in a candidate, and based upon these

keywords, the system performs a search of the CV database. When the search enginerecognises a keyword in your CV it is called a hit. Your CV is then ranked according to the

number and type of keyword hits. CVs that rank the highestwill be selected to be read by a

human reviewer.

While it is important to modify paper CVs so that they are "scanner friendly and to make

electronic CVs appropriate for online submission, it is equally important to create a keyword

CV. Ultimately your success in being selected and ranked will be determined by how

effectively you have used keywords in your CV.

A keyword CV uses keywords specific to your sector and role throughout your CV, in additionto a special keyword summary, for screening and ranking. Keywords are typically nouns that

reflect skills and experience sought by a potential employer, whereas a traditional paper CV

emphasises action verbs.

A computer CV management system could be an in house CV database which forms part of

an automated applicant tracking system in larger companies or a third party online CV

database searched by companies for candidates.

Appropriate placement and use of keywords is critical to your success. If your CV has been

selected and ranked by computer, it will be reviewed by a human screener. It is therefore

important to balance keyword elements with traditional action verbs and other buzzword

elements that elicit a positive response from the human reviewer.


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The following notes will help you prepare a Keyword CV

Think about the keywords in job titles, skills, industry terminology and education thatwould be most important to someone looking for the type of position you are seeking,

Take a high lighter to a printed version of your CV. Highlight all the keywords youfind. These are your keyword hits so far.

Make a list of synonyms and all forms and tenses of your existing keywords e.g.procurement, procured, purchasing, purchased etc.

From this list, and the existing keywords highlighted in your printed CV, create a"Keyword Summary" and place it after your name and address, just above theobjective or profile.

Use common industry acronyms such as ISO or TCP/IP, but spell out less commonabbreviations, or better yet, use both forms.

Separate keywords with commas or full stops in the Keyword Summary.Capitalisation is not typically a factor so use what looks best e.g. upper and lowercase for most words, except for acronyms which are usually all capitals.

Look for opportunities to add additional keywords to other sections of your CVincluding Key Skills and Experience, Career History, Achievements, Education andQualifications.

Use different forms of keywords in different sections for maximum exposure.

In summary, focus on nouns in the Keyword Summary; mix nouns with action verbs in therest of the CV. Beyond the Keyword Summary, which is simply a list of keywords the useof additional keywords in other parts of your CV needs to make sense in the context ofthat section. Be sure to include keywords in your cover letter; again try to use differentforms of keywords for maximum exposure.


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The two types of letter

There are two general types of covering letter that can be best described as:

The broadcast letter a cold call letter to an organisation that may be interested in yourskills or background (this would include recruitment consultants and speculative approaches).

The response letter- a reply to an advertisement in the press / on the internet.

Both types of letter have the same purpose and should:

Introduce you to the target reader.

Encourage the target to look carefully at your CV

Make the target empathise with your skills and qualities.

The Broadcast Letter

Any cold-call presents a special difficulty. The target has not asked to hear from you, thereare additional obstacles to overcome (such as secretaries who may vet the mails) and youhave no way of knowing if any suitable vacancies actually exist. However, all is not lost! If youtarget your letter to a company which can use your skills, address it personally to someonewho has the authority to recruit and sell yourself effectivelt, you will save your future employer

a small fortune on their recruiting budget. An additional bonus is that you will only becompeting against (at worst) a handful of people.

Preparing a broadcast letter requires research. Initially you need to identify companies andrecruitment consultants who would be interested in your skills or experience. You then needto identify exactly what you intend to 'of

Documents

Scott Jardine Outplacement Programme